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Nadine Wellwood
The 1905 Committee stands for civic engagement and accountability. Our purpose has always been, and remains, to hold Premier Danielle Smith accountable to the true conservative values she was elected to uphold.
Many see this weekend as a “defeat” for the 1905 Committee, but in reality, the exact opposite is true.
This is what success looks like.
1. Unprecedented Engagement: Over 6,000 Albertans attended the UCP AGM, marking the largest political gathering in Canadian history. This turnout shows a groundswell of civic participation.
2. Proof of Public Pressure: In the weeks leading up to the AGM, a rapid succession of legislative proposals was put forth, demonstrating that public pressure can drive meaningful results.
3. High Expectations Set: Due to this pressure, Danielle Smith has set a high bar of expectations and must now follow through with impactful and timely actions. The bar has never been higher.
4. Unwavering Conservative Support: With 91.5% support for the Premier, any cabinet minister or staff member who hinders the conservative mandate does so at their own peril. The mandate for conservative values is now indisputable.
5. A Moment for Bold Action: There has never been a better time for the Premier to act boldly and fulfill the promises made in her powerful speech.
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Perhaps this guy could do a presentation to the left loonies in Canada!
https://x.com/MarcNixon24/status/2008972042167894140?s=20
For over a decade, Calgarians were sold a false vision by former mayors Naheed Nenshi and Jyoti Gondek. They claimed Calgary was a model of progressive professionalism. We were told our government was process-driven, expert-led, and well-managed.
The final redacted independent review into the Bearspaw South Feedermain failure tells a different, more indicting story.
It describes a City Hall, under the watch of Nenshi, that bloated unnecessary management, raised taxes, and funded symbolic priorities while failing to act on known, catastrophic infrastructure risks.
The collapse was slow, but most importantly, it was entirely avoidable.
Problems were identified as early as 2004. Yet, under the subsequent mayorship of Nenshi (2010–2021), the Water Utility managed to spend its full capital budget only twice. Money was collected, but the contingency work was not done.
The Nenshi administration was defined by a governance style that prioritized image over actual competence. It’s the same approach Nenshi...
